AMP Data Entry Page - USPS · = $0 from Space Evaluation and Other Costs = $9,521,076 = $531,364...

Type of Distribution to Consolidate: Destinating MODS/BPI OfficeFacility Name & Type:

Street Address:City: Sarasota

State: FL5D Facility ZIP Code: 34260

District: SuncoastArea: Southwest

Finance Number: 115605Current 3D ZIP Code(s):

Miles to Gaining Facility: 86EXFC office: Yes

Plant Manager:Senior Plant Manager:

District Manager:Facility Type after AMP: DDC

Facility Name & Type:Street Address:

City: Fort MyersState: FL

5D Facility ZIP Code: 33913District: Suncoast

Area: SouthwestFinance Number: 113077

Current 3D ZIP Code(s):EXFC office: Yes

Plant Manager:Senior Plant Manager:

District Manager:

Start of Study: 02/23/12Date Range of Data: Jan-01-2011 : Dec-31-2011

Processing Days per Year: 310Bargaining Unit Hours per Year: 1,745

EAS Hours per Year: 1,822

June 16, 2011

1/10/2013 9:35

Area Vice President:Vice President, Network Operations:

Area AMP Coordinator:HQ AMP Coordinator:

rev 09/13/2010

----- AMP Data Entry Page -----

Manasota P&DC850 Tallevast Road

Maryann Manies (A)

1. Losing Facility Information

Sarah Grover

342

Mitchell R. CadeNancy L. Rettinhouse

Jo Ann FeindtDavid E. Williams

Nancy L. Rettinhouse

Fort Myers14080 Jetport Loop Rm-111B

Dorinda Kolhun

4. Other Information

Mitchell R. Cade

339, 341

2. Gaining Facility Information

Steve Jackson

Date & Time this workbook was last saved:

3. Background Information

Date of HQ memo, DAR Factors/Cost of Borrowing/ New Facility Start-up Costs Update

Package Page 1 AMP Data Entry Page

Losing Facility Name and Type:Street Address:

City, State:Current 3D ZIP Code(s):

Type of Distribution to Consolidate:

Gaining Facility Name and Type:Current 3D ZIP Code(s):

= $3,128,512

= $770,527

= $1,098,423= ($1,088,568) from Transportation (HCR and PVS)

= $5,612,182 from Maintenance

= $0 from Space Evaluation and Other Costs

= $9,521,076

= $531,364 from Space Evaluation and Other Costs

= $8,989,712

= 124 from Staffing - Craft

= 13 from Staffing - PCES/EAS

= 1,289,862 from Workhour Costs - Current

= 2,071,799 from Workhour Costs - Current

= N/A

ADV ADV ADV %First-Class Mail® 23,340 0 564,822 100.0%

Priority Mail® 173 662 11,133 94.4%Package Services 16 0 9,546 100.0%

Periodicals N/A* N/A* N/A* N/A*Standard Mail N/A* N/A* N/A* N/A*

Code to destination 3-digit ZIP Code volume is notavailable

Unchanged + Upgrades

Executive SummaryLast Saved: January 10, 2013

Manasota P&DC850 Tallevast RoadSarasota, FL342Destinating Miles to Gaining Facility: 86

Fort Myers339, 341

Summary of AMP WorksheetsSavings/Costs

Mail Processing Craft Workhour Savings from Workhour Costs - Proposed

Non-MP Craft/EAS + Shared LDCs Workhour Savings (less Maint/Trans) from Other Curr vs Prop

PCES/EAS Supervisory Workhour Savings from Other Curr vs Prop

Transportation SavingsMaintenance Savings

Space Savings

Total Annual Savings

Total One-Time Costs

Total First Year Savings

Staffing PositionsCraft Position Loss

PCES/EAS Position Loss

Volume

Service

rev 10/15/2009

Total FHP to be Transferred (Average Daily Volume)

Current FHP at Gaining Facility (Average Daily Volume)

Losing Facility Cancellation Volume (Average Daily Volume) (= Total TPH / Operating Days)

Service Standard Impacts by ADV

UPGRADED DOWNGRADED Unchanged + Upgrades

Package Page 3 AMP Executive Summary

Losing Facility Name and Type:Current 3D ZIP Code(s):



rev 06/10/2009

January 10, 2013

339, 341

Destinating

Summary NarrativeLast Saved:

Manasota P&DC

Fort Myers

342

BACKGROUND This is a summary of the feasibility study for the consolidation of Destinating and all remaining mail types from the Manasota P&DC (ZIP 342) to the Fort Myers P&DC (ZIP 339,341) with the intent of closing theManasota P&DC facility to all mail processing operations. This AMP feasibility study is due to the significant decline in originating and destinating volumes and to increase efficiencies. The current FHP to be transferred (average Daily Volume) from Manasota P&DC is1,289,862 pieces. Cancellation volumes for SCF 342 are processed at the Tampa P&DC due to a previous AMP and will remain in that facility no matter the outcome of this study. Fort Myers currently does not process any ZIP 342 mail volumes of any class. The Tampa L&DC currently processes the Originating and Destinating Priority Mail, FCM SPR’s for SCF’s339, 341, 342, and would maintain those mail type distribution responsibilities. Fort Myers is currently processing all Originating and Destinating mail for Zip Codes 339 and 341. All ZIP 339 & 341 collections are processed at the Tampa P&DC on Saturdays per previous consolidation efforts. The Fort Myers P&DC is approximately 90 miles from the Manasota P&DC. FINANCIAL SUMMARY The annual baseline data for this AMP feasibility study is taken from the period of January 1, 2011 – December 31, 2011. Financial savings proposed for this consolidation of an average daily volume of 1,289,862 FHP destinating pieces from the Manasota P&DC (342) into the Fort Myers FL P&DC are: Total First Year Savings $ 8,989,712 Total Annual Savings $ 9,521,076 A one-time cost of $ 531,364 will be incurred for the employee relocation and site prep for mail processing equipment transferred from the Manasota P&DC to the Fort Myers FL P&DC. Of the $ 531,364 in one-time costs, $ 181,364 is directly associated with the relocation of the equipment, $100,000 is for facility costs and $250,000 for employee relocation costs. CUSTOMER & SERVICE IMPACTS Specific service standard changes associated with this Area Mail Processing consolidation are contingent upon the resolution of both (a) the rulemaking in which current market dominant product service standards in 39 CFR Part 121 are being evaluated, and (b) all remaining AMP consolidation proposals that are part of the same network rationalization initiative. A complete file reflecting any new service standards will be published at www.usps.com once all of the related AMP decisions that provide the foundation for new service standards are made. Priority and Express Mail service standards will be based upon the capability of the network.

Package Page 4 AMP Summary Narrative

rev 06/10/2009

Summary Narrative (continued)Summary Narrative Page 2

EMPLOYEE IMPACTS The movement of all remaining mail processing operations will also require the movement of personnel. In this feasibility study, 109 craft and 13 management positions will be impacted. It is projected that 94additional craft positions will be required at the Fort Myers FL P&DC after AMP implementation. The 94craft position includes 52 clerks, 19 mail handlers, and 23 maintenance employees. Five custodians will remain at Manasota for building services. Thirteen mail handlers and 7 clerks will remain at Manasota forcross docking (hub) operations and 1 SDO. The remaining clerks at Manasota are needed to handleRegistry mail cross dock procedures and BMEU operations. Fort Myers P&DC will fill its current vacant EAS positions up to the current authorized staffing levels. Staffing gains due to this study are an increasein 2 management positions at the Supervisors Distribution Operations level. As a matter of policy, the Postal Service follows the Worker Adjustment and Retraining Notification Act's ("WARN") notification requirements when the number of employees experiencing an employment loss within the meaning of WARN would trigger WARN's requirements. Some or all of the impacted employees described above may not experience an employment loss within the meaning of WARN due to transfers or reassignments. The proposed complement changes are summarized below.

Total Current On-Rolls

Total Proposed

Diff Total Current On-Rolls

Total Proposed

Diff

Craft 1 228 25 (203) 424 503 79 (124)Management 20 1 (19) 29 35 6 (13)

1 Craft = FTR+PTR+PTF+Casuals

Manasota FL Ft Myers FL

Management and Craft Staffing Impacts

Net Diff

SDOs to Craft 1 MDOs+SDOs to Craft 1 SDOs to Craft 1 MDOs+SDOs to Craft 1(1:25 target) (1:22 target) (1:25 target) (1:22 target)

Manasota FL 1 : 21 1 : 16 1 : 20 1 : 20Ft Myers FL 1 : 28 1 : 24 1 : 25 1 : 22

Mail Processing Management to Craft Ratio

Management to Craft 2 Ratios

Current Proposed

2 Craft = F1 + F4 at Losing; F1 only at Gaining

1 Craft = FTR+PTR+PTF+Casuals

RETAIL AND BUSINESS MAIL ENTRY UNIT (BMEU) IMPACTS There are no anticipated changes at this time to BMEU times as a result of the AMP implementation. The BMEU located at the Manasota P&DC will remain at this site until a different site can be found, and proper notice can be given to our customers. The new location will not be known until the NODE Study is completed and the results are found. Local collection box pick up times will remain unchanged. If this facility is closed, then the collection boxes at this facility will be relocated to another site. The closest Post Office to the Manasota P&DC is Tallevast PO. This office is 1.2 miles from Manasota P&DC. A local postmark will continue to be available at local offices.


rev 06/10/2009

Summary Narrative Page 3Summary Narrative (continued)

TRANSPORTATION Transportation supporting both the Fort Myers and Manasota P&DC’s are exclusively HCR service.There is one inbound from Fort Myers on route 33510 at 1315 and two outbound trips to Fort Myers, one each on 339KE and 328AJ. The 339KE is mail from Memphis and the 328AJ is from Orlando STC.There is not enough space on these trips to transport DPS mail, empty DPS racks, MTE, and all classesof mail. No transportation exists between Fort Myers and any of the SCF 342 offices. All costs per mile used were from the existing routes, as per SWA instructions. Two scenarios were evaluated in transporting the destinating mail (letters and flats) to Manasota SCF 342offices. The first scenario used the existing transportation from the SCF 342 offices round-trip into Fort Myers P&DC for Destinating volumes. This was not cost-effective due to the distance from the SCF 342offices to Fort Myers P&DC. It is approximately 90 miles from the Fort Myers P&DC and Manasota P&DC. The second scenario is both cost-effective and service-responsive. The proposed transportation to support this study will be operated at an increased cost of $1,088,568 from current costs. Theseadditional costs includes a new HCR route, adjusting existing routes 33551, 339KE, 328 AJ, and 32290 totransport destinating volumes from the Manasota P&DC to Fort Myers P&DC (339) and eliminating route 33510. Adjustments to Routes 339KE and 328AJ: 328AJ travels between Fort Myers and the Orlando P&DC. We deleted one round trip from this route, and added an in-line stop on the 339KE (Atlanta STC trip) to Orlando. There was sufficient cube space on the 339KE to handle this move, saving $130,702 in costs. The new HCR route will consist of seven round trips from Fort Myers P&DC directly to Manasota P&DC. These trips are designated to transport destinating volumes to Manasota, and are scheduled to arrive before the existing trips to the AO’s leave. Since these routes are not currently traveled between these plants, new routes will be bid if the AMP study is approved. This may affect the total costs fortransportation. Route 33551 will have six inline stops added at the Fort Myers P&DC. The route will start at Manasota,stop at Tampa P&DC and Fort Myers, and terminate at Manasota. This trip will transport all of the destinating volumes. Manasota sends out between 220 and 290 GPMC’s of DPS mail to its AO’sdepending on the day and time of year. This does not account for non-DPS mail and/or needed MTE. Route 32290 is transportation between Jacksonville NDC and Manasota. Manasota currently receives 5trips from the NDC. They contain both working and direct volumes. Three of these 5 trips will need to take the working volumes on to Fort Myers for processing. This is an added cost of $192,921. Route 33510 will be eliminated due to the in-line stops being added onto route 33551. The elimination of 33510 is a savings of $611,198 annually. Routes 328AJ and 339KE will each have in-line stops at Manasota removed. This is a savings of $12,197. All SCF 342 mail classes, including Priority Mail, Express Mail, Registry, DPS, and Destinating volumes,will be sent directly to/from the Manasota P&DC to all SCF 342 offices. All SCF 342 offices transportation will remain the same at this time. There will not be any savings from those routes given no change inmileage or direction. All of the current Express Mail runs and trips from Manasota P&DC will remain.


rev 06/10/2009

Summary Narrative (continued)Summary Narrative Page 4

EQUIPMENT RELOCATION AND MAINTENANCE IMPACTS The AMP feasibility study projects an annual Maintenance savings of $ 4,250,707. Equipment identified for relocation from the Manasota P&DC to support operations at the Fort Myers FL P&DC includes 1AFSM, 5 powered industrial equipment, and 17 stacker modules. The 4 CIOSS’s will be transferred in from the St Petersburg P&DC. A one-time cost of $ 100,000 will be required for the site preparation, of the relocated equipment indentified. Remaining equipment at the Manasota P&DC will be excessed to other sites with no costs incurred to this AMP study. SPACE IMPACTS If the AMP feasibility study is approved, 255,727 sq ft of the 280,978 interior sq ft Manasota P&DC facilitywill be gained from this AMP. The 255,727 sq ft is the current mail processing area of the work room floorand does not include any office space. This space will be reviewed for other future Function 4 facility consolidations and or closure/ sale once the NODE Study findings are known. IMPLEMENTATION PLAN The implementation of the mail movement would be accomplished in multiple phases. The processing of 3-digit volumes will be transferred first. Then the remainder mail volumes will transfer in the second stage. Due to the complexity of excessing and transportation, the amount of stages is limited. OTHER CONCURRENT INITIATIVES In this feasibility study, volume, staffing and workhours (destinating only) for the Manasota P&DC (342)and Fort Myers P&DC (339, 341) are included, as per the format of the Headquarters AMP feasibility study. Fort Myers currently AMP’s originating mail into Tampa P&DC on Saturdays. Manasota currently AMP’s originating volumes into Tampa 6 days a week. SUMMARY There is a first year savings of $ 8,989,712. The first year savings reflects only the operations included in this AMP study. This figure does not include the relocation costs associated with the remaining mailprocessing equipment at the Manasota P&DC facility. This also does not account for the workload, cost, and savings from other concurrent initiatives being conducted at these facilities. The Manasota P&DC will remain open as a cross dock (hub), BMEU site facility after all mail processing operations have been relocated to Fort Myers until an alternate site is found by the SWA FSO. A NODE Study is being conducted and the full results are not known at this time. The Area Mail Processing project to consolidate all of the Manasota P&DC (342) destinating operations into the Fort Myers Fl P&DC will result in a savings to the Postal Service of approximately $9,521,076 peryear if approved. There are additional savings from the sale of the facility which are not included in the study. This consolidation of operations will increase processing efficiency, create substantial financial savings, and be accomplished with no inconvenience to our customers.





rev 04/2/2008

24 Hour ClockLast Saved:

Manasota P&DC

Fort Myers

342

January 10, 2013

339, 341

Destinating

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16-Apr SAT 4/16 MANASOTA P&DC #VALUE! 100.0% 99.5%23-Apr SAT 4/23 MANASOTA P&DC #VALUE! 100.0% 92.2%30-Apr SAT 4/30 MANASOTA P&DC #VALUE! 100.0% 97.0%7-May SAT 5/7 MANASOTA P&DC #VALUE! 100.0% 97.9%

14-May SAT 5/14 MANASOTA P&DC #VALUE! 99.8% 99.0%21-May SAT 5/21 MANASOTA P&DC #VALUE! 100.0% 100.0%28-May SAT 5/28 MANASOTA P&DC #VALUE! 100.0% 98.3%

4-Jun SAT 6/4 MANASOTA P&DC #VALUE! 99.8% 98.5%11-Jun SAT 6/11 MANASOTA P&DC #VALUE! 100.0% 98.4%18-Jun SAT 6/18 MANASOTA P&DC #VALUE! 99.7% 99.0%25-Jun SAT 6/25 MANASOTA P&DC #VALUE! 99.8% 99.0%

2-Jul SAT 7/2 MANASOTA P&DC #VALUE! 100.0% 97.1%9-Jul SAT 7/9 MANASOTA P&DC #VALUE! 99.7% 99.0%

16-Jul SAT 7/16 MANASOTA P&DC #VALUE! 100.0% 94.7%23-Jul SAT 7/23 MANASOTA P&DC #VALUE! 99.9% 100.0%30-Jul SAT 7/30 MANASOTA P&DC #VALUE! 99.1% 99.5%6-Aug SAT 8/6 MANASOTA P&DC #VALUE! 100.0% 100.0%

13-Aug SAT 8/13 MANASOTA P&DC #VALUE! 100.0% 100.0%20-Aug SAT 8/20 MANASOTA P&DC #VALUE! 100.0% 97.4%27-Aug SAT 8/27 MANASOTA P&DC #VALUE! 99.8% 98.9%

3-Sep SAT 9/3 MANASOTA P&DC #VALUE! 100.0% 95.5%

24 Hour Indicator Report

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16-Apr SAT 4/16 FT MYERS P&DC 107.0% 96.6% 66.0% 0.6 100.0% 100.0% 89.0%23-Apr SAT 4/23 FT MYERS P&DC 89.8% 98.8% 60.0% 0.5 100.0% 100.0% 94.9%30-Apr SAT 4/30 FT MYERS P&DC 81.9% 94.7% 100.0% 66.8% 0.4 100.0% 100.0% 91.4%7-May SAT 5/7 FT MYERS P&DC 90.4% 100.0% 100.0% 68.4% 0.3 100.0% 100.0% 99.5%

14-May SAT 5/14 FT MYERS P&DC 93.0% 100.0% 100.0% 63.0% 0.4 100.0% 100.0% 96.9%21-May SAT 5/21 FT MYERS P&DC 91.1% 99.7% 95.0% 67.1% 0.3 100.0% 100.0% 96.6%28-May SAT 5/28 FT MYERS P&DC 83.7% 100.0% 100.0% 69.2% 0.1 100.0% 100.0% 96.2%

4-Jun SAT 6/4 FT MYERS P&DC 89.3% 100.0% 100.0% 72.0% 0.2 100.0% 100.0% 99.0%11-Jun SAT 6/11 FT MYERS P&DC 87.6% 100.0% 100.0% 72.4% 0.3 100.0% 100.0% 96.8%18-Jun SAT 6/18 FT MYERS P&DC 88.4% 100.0% 100.0% 62.2% 0.2 100.0% 100.0% 99.8%25-Jun SAT 6/25 FT MYERS P&DC 80.8% 99.9% 100.0% 74.2% 0.2 100.0% 100.0% 99.5%

2-Jul SAT 7/2 FT MYERS P&DC 80.7% 100.0% 69.3% 0.2 100.0% 100.0% 98.9%9-Jul SAT 7/9 FT MYERS P&DC 91.9% 100.0% 75.6% 0.2 100.0% 100.0% 99.8%

16-Jul SAT 7/16 FT MYERS P&DC 88.6% 100.0% 72.0% 0.1 100.0% 100.0% 99.8%23-Jul SAT 7/23 FT MYERS P&DC 88.0% 100.0% 71.1% 0.1 100.0% 100.0% 99.5%30-Jul SAT 7/30 FT MYERS P&DC 87.3% 100.0% 70.5% 0.1 100.0% 100.0% 96.9%6-Aug SAT 8/6 FT MYERS P&DC 88.5% 100.0% 64.6% 0.2 100.0% 100.0% 96.9%

13-Aug SAT 8/13 FT MYERS P&DC 84.9% 100.0% 68.8% 0.1 100.0% 100.0% 96.9%20-Aug SAT 8/20 FT MYERS P&DC 85.4% 100.0% 60.7% 0.2 100.0% 100.0% 96.7%27-Aug SAT 8/27 FT MYERS P&DC 82.2% 100.0% 65.6% 0.1 100.0% 100.0% 94.8%3-Sep SAT 9/3 FT MYERS P&DC 96.6% 98.9% 69.6% 0.2 100.0% 100.0% 94.0%

24 Hour Indicator Report

Package Page 8 AMP 24 Hour Clock

Last Saved:


Miles to Gaining Facility:


rev 03/20/2008

339, 341

MAPManasota P&DC

Fort Myers

342

January 10, 2013

86

Package Page 9 AMP MAP

Overnight % Change All Others % Change Total % Change All % Change All % Change All % Change All % Change All % ChangeUPGRADE 23,340 9.7% 0 0.0% 23,340 4.1% 173 1.5% 0 0.0% 0 0.0% 16 0.2% 23,530 4.0%DOWNGRADE 0 0.0% 0 0.0% 0 0.0% 662 5.6% 0 0.0% 0 0.0% 0 0.0% 662 0.1%TOTAL 23,340 9.7% 0 0.0% 23,340 4.1% 835 7.1% 0 0.0% 0 0.0% 16 0.2% 24,192 4.1%NET UP+NO CHNG 240,784 9.7% 324,038 0.0% 564,822 4.1% 11,133 -4.1% 0 0.0% 0 0.0% 9,546 0.2% 585,501 3.9%

VOLUME TOTAL 240,784 324,038 564,822 11,795 9,546 586,163

* - Periodical and Standard mail origin 3-digit ZIP Code to destination 3-digit ZIP Code volume is not available

Overnight % Change All Others % Change Total % Change All % Change All % Change All % Change All % Change All % ChangeUPGRADE 4 100.0% 0 0.0% 4 0.2% 2 0.1% 4 0.2% 2 0.1% 2 0.1% 14 0.2%DOWNGRADE 0 0.0% 0 0.0% 0 0.0% 6 0.3% 0 0.0% 0 0.0% 0 0.0% 6 0.1%TOTAL 4 100.0% 0 0.0% 4 0.2% 8 0.4% 4 0.2% 2 0.1% 2 0.1% 20 0.2%NET 4 100.0% 0 0.0% 4 0.2% (4) -0.2% 4 0.2% 2 0.1% 2 0.1% 8 0.1%

Manasota P&DC

342339, 341Gaining Facility 3D ZIP Code(s):

Service Standard Changes - PairsFCM PRI

PSVC

Service Standard Changes - Average Daily Volume (data obtained from ODIS is derived from sampling and may vary from actual volume)

PSVC ALL CLASSES

rev 10/16/2009

Losing Facility 3D ZIP Code(s):

mm/dd/yyyy

Selected summary fields are transferred to the Executive Summary

PER STD

January 10, 2013

Losing Facility:

Service Standard Impacts

PRI ALL CLASSESSTD *FCM PER *

Based on report prepared by Network Integration Support dated:

Last Saved:

Package Page 10 AMP Service Standard Impacts

Last Saved: Stakeholder Notification Page 1AMP Event: Start of Study

rev 07/16/2008

Stakeholders Notification Losing Facility:

January 10, 2013(WorkBook Tab Notification - 1)Manasota P&DC

Package Page 11 AMP Stakeholders Notification

Last Saved:

01/01/11 <<=== : ===>> 12/31/11

LDC LDC LDC LDC

11 $46.96 41 $0.00 11 $47.61 41 $0.00

12 $48.05 42 $0.00 12 $40.49 42 $0.00

13 $54.39 43 $0.00 13 $46.38 43 $0.00

14 $46.54 44 $0.00 14 $47.66 44 $0.00

15 $38.35 45 $0.00 15 $41.85 45 $0.00

16 $0.00 46 $0.00 16 $0.00 46 $0.00

17 $44.63 47 $0.00 17 $42.13 47 $0.00

18 $43.11 48 $0.00 18 $38.41 48 $36.99

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)Current Current Current Current Current Current Current Current Current Current Current Current

Operation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs

003 100.0% 0 0 154 No Calc $6,877 \ ] 003 0 0 189 No Calc $7,975035 100.0% 0 65,625,265 18,269 3,592 $815,272 \ ] 140 0 76,745,730 46,678 1,644 $1,966,442044 100.0% 7,003,615 7,003,615 8,208 853 $382,005 \ ] 044 5,385,546 5,514,497 1,282 4,303 $61,074055 100.0% 139,474 139,474 640 218 $29,801 \ ] 060 843,966 843,966 5,425 156 $258,534074 100.0% 5,840,797 5,840,797 6,385 915 $297,185 \ ] 074 6,790,702 6,825,491 13,232 516 $630,628083 100.0% 0 0 1,939 No Calc $83,610 \ ] 083 0 41,814 5 9,292 $173112 100.0% 0 0 890 No Calc $39,723 \ ] 112 0 10,934,210 3,380 3,235 $142,400114 100.0% 0 0 67 No Calc $3,008 \ ] 114 0 0 2,010 No Calc $84,673126 100.0% 0 0 1,793 No Calc $79,999 \ ] 126 0 226,903 1,812 125 $76,327127 100.0% 0 0 3,314 No Calc $147,903 \ ] 127 0 107,763 4,950 22 $208,532180 100.0% 0 112,613,628 2,317 48,599 $103,410 \ ] 180 0 245,287,453 6,315 38,841 $266,045185 100.0% 0 56,627,776 1,357 41,736 $60,550 \ ] 185 0 211,540,282 11,619 18,206 $489,499210 25.0% 0 73,752 11,463 6 $511,553 \ ] 210 0 95,714 7,906 12 $333,058211 100.0% 0 0 2 No Calc $103 \ ] 210dup 0 0 0 No Calc225 100.0% 0 0 7,963 No Calc $355,384 \ ] 225 0 0 5,650 No Calc $238,017229 100.0% 0 0 16,233 No Calc $724,424 \ ] 229 0 0 23,852 No Calc $1,004,809230 50.0% 0 2,237 8,301 0 $370,450 \ ] 230 0 0 11,436 No Calc $481,756231 100.0% 0 0 43 No Calc $1,919 \ ] 231 0 0 10,595 No Calc $446,322233 100.0% 0 75,898 730 104 $31,464 \ ] 234 0 0 89 No Calc $3,430235 100.0% 0 952,643 1,838 518 $82,034 \ ] 235 0 0 0 No Calc $0264 100.0% 14,041,015 14,343,205 1,655 8,666 $77,716 \ ] 264 1,140,840 1,257,058 43 29,234 $2,047274 100.0% 0 0 1 No Calc $61 \ ] 274 0 0 0 No Calc $0326 100.0% 0 0 2 No Calc $107 \ ] 326 0 0 0 No Calc $0404 100.0% 19,605,622 20,277,308 10,583 1,916 $508,515 \ ] 144 17,626,422 18,408,502 3,337 5,516 $135,144405 100.0% 0 0 1 No Calc $29 \ ] 145 0 0 2 No Calc $85406 100.0% 27,961,510 44,281,873 22,875 1,936 $1,099,137 \ ] 146 37,505,806 51,217,167 9,879 5,185 $400,045484 100.0% 7,421,035 7,474,995 759 9,854 $35,620 \ ] 484 4,063,805 4,153,741 289 14,383 $13,749549 100.0% 0 0 2,616 No Calc $112,768 \ ] 549 0 0 3,723 No Calc $142,983554 100.0% 0 0 4,438 No Calc $191,333 \ ] 554 0 0 5,321 No Calc $204,367555 100.0% 0 0 37 No Calc $1,608 \ ] 554dup 0 0 0 No Calc560 100.0% 0 0 1,203 No Calc $51,853 \ ] 560 0 0 8,007 No Calc $307,536561 100.0% 0 0 120 No Calc $5,161 \ ] 561 0 0 599 No Calc $23,022562 100.0% 0 0 279 No Calc $12,029 \ ] 562 0 0 336 No Calc $12,886563 100.0% 0 0 476 No Calc $20,505 \ ] 563 0 0 11,626 No Calc $446,524564 100.0% 0 0 956 No Calc $41,208 \ ] 564 0 0 364 No Calc $13,973567 100.0% 0 0 0 No Calc $13 \ ] 567 0 0 0 No Calc $0585 75.0% 0 80,402 6,807 12 $293,465 \ ] 585 0 121,780 5,449 22 $209,283603 0.0% 0 0 3 No Calc $121 \ ] 603 0 0 12,608 No Calc $484,245607 100.0% 0 0 1,899 No Calc $81,855 \ ] 607 0 0 4,989 No Calc $191,623612 100.0% 0 0 54 No Calc $2,315 \ ] 612 0 0 2,416 No Calc $92,810

January 10, 2013Workhour Costs - Current

Manasota P&DC Fort Myers

Losing Current Workhour Rate by LDC

Function 4Function 1

% Moved to Losing

% Moved to Gaining

Losing Facility: Gaining Facility:Date Range of Data:

Function 1

Gaining Current Workhour Rate by LDC

Function 4

Package Page 12 AMP Workhour Costs - Current



% Moved to Losing

% Moved to Gaining

620 100.0% 0 0 27 No Calc $1,181 \ ] 620 0 0 153 No Calc $5,884629 100.0% 0 293,520 539 544 $29,327 \ ] 629 0 81,409 595 137 $27,575630 0.0% 0 0 285 No Calc $12,279 \ ] 630 0 0 82 No Calc $3,149776 100.0% 0 0 10 No Calc $364 \ ] 776 0 255,777 1,107 231 $46,327793 100.0% 0 4,831 530 9 $22,829 \ ] 793 0 533,466 10,243 52 $393,401893 100.0% 123,165 123,168 21 5,810 $995 \ ] 893 126,955,848 127,320,669 19,753 6,446 $940,400894 100.0% 112,991,077 113,143,908 10,334 10,949 $485,223 \ ] 894 122,415,637 125,013,690 23,614 5,294 $1,124,229896 100.0% 4,179,467 4,205,400 23 179,718 $1,099 \ ] 896 2,045,582 5,913,984 1,543 3,832 $73,469918 100.0% 200,524,828 329,409,233 67,085 4,910 $3,150,014 \ ] 918 197,818,821 471,706,686 87,133 5,414 $4,148,229919 100.0% 0 313,245,903 8,629 36,303 $405,164 \ ] 919 0 445,695,712 25,365 17,571 $1,207,595964 100.0% 25,535 25,846 0 64,615 $19 \ ] 964 0 0 0 No Calc $0966 100.0% 0 0 2 No Calc $94 \ ] 966 78,584 97,899 3 33,758 $138018 0 0 9,879 No Calc $440,850 \ ] 018 0 0 4,567 No Calc $192,380340 0 0 605 No Calc $26,088 \ ] 340 0 0 0 No Calc $0

\ ] 002 0 0 5,144 No Calc $216,688\ ] 009 0 396,292 177 2,239 $7,457\ ] 010 0 864,382 283 3,054 $11,922\ ] 012 0 2,469,185 864 2,860 $36,377\ ] 014 0 555,379 345 1,610 $14,530\ ] 015 0 73,388,394 3,974 18,465 $167,432\ ] 016 0 0 63 No Calc $2,658\ ] 017 0 0 15,465 No Calc $651,488\ ] 020 0 0 46 No Calc $1,955\ ] 021 0 41,361,630 0 No Calc $0\ ] 022 0 4,405,154 0 No Calc $0\ ] 030 5,513,958 5,513,958 9,909 556 $472,261\ ] 035 0 0 37 No Calc $1,567\ ] 040 0 412,183 652 632 $31,087\ ] 043 2,341,846 2,341,846 7,835 299 $373,409\ ] 060dup 0 0 0 No Calc\ ] 066 0 2,517,796 365 6,892 $15,389\ ] 067 0 2,705,731 165 16,369 $6,964\ ] 070 0 64,323 12 5,498 $558\ ] 110 0 0 14 No Calc $569\ ] 120 0 0 1,884 No Calc $79,377\ ] 124 0 3,693 1,696 2 $71,449\ ] 134 0 1,463,281 7,176 204 $332,854\ ] 136 0 2,588,116 10,587 244 $491,057\ ] 137 0 3,183 1,407 2 $65,266\ ] 139 0 0 1 No Calc $37\ ] 140dup 0 0 0 No Calc\ ] 141 5,358,492 5,360,795 1,012 5,299 $40,965\ ] 142 0 154,257 66 2,348 $2,661\ ] 144dup 0 0 0 No Calc\ ] 145dup 0 0 0 No Calc\ ] 146dup 0 0 0 No Calc\ ] 181 0 0 9 No Calc $379\ ] 186 0 0 5 No Calc $206\ ] 189 0 0 7 No Calc $282\ ] 208 0 71,110 1,201 59 $50,583\ ] 209 0 192,485 3,108 62 $130,912\ ] 212 0 0 9,190 No Calc $387,166\ ] 234dup 0 0 0 No Calc\ ] 261 0 194 0 No Calc $0\ ] 263 0 0 1 No Calc $57\ ] 266 25,871 28,464 0 No Calc $0\ ] 271 47,269,585 47,497,284 7,134 6,658 $339,654\ ] 281 545 5,443 20 272 $952\ ] 284 61,635 62,386 6 9,903 $300\ ] 320 0 0 1 No Calc $67




% Moved to Losing

% Moved to Gaining

\ ] 321 133,220 133,220 22 5,947 $1,068\ ] 324 972,601 972,601 4,680 208 $223,048\ ] 381 26,319 27,131 7 3,821 $338\ ] 434 0 639,833 2,910 220 $134,984\ ] 436 0 1,377,064 6,415 215 $297,561\ ] 439 80,821 80,821 0 No Calc $0\ ] 468 0 565,118 0 No Calc $0\ ] 481 43,859,419 45,002,777 5,156 8,728 $245,462\ ] 487 0 445,684 1 557,105 $33\ ] 488 0 109,531 3 40,567 $129\ ] 489 0 3,519,223 1,356 2,595 $64,575\ ] 491 0 0 3 No Calc $124\ ] 565 0 0 1,183 No Calc $45,422\ ] 586 0 0 110 No Calc $4,221\ ] 588 0 0 122 No Calc $4,670\ ] 628 0 511,135 536 954 $24,852\ ] 891 13,940,434 14,111,375 2,019 6,990 $96,116\ ] 892 0 641,797 214 3,002 $10,179\ ] 897 1,248 6,374 0 No Calc $0\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]




% Moved to Losing

% Moved to Gaining

\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]




% Moved to Losing

% Moved to Gaining

\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]




% Moved to Losing

% Moved to Gaining

\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]

Moved to Gain 399,857,140 1,095,864,677 234,154 4,680 $10,770,678 Impact to Gain 522,671,559 1,809,941,363 395,002 4,582 $17,350,411Impact to Lose 0 0 0 No Calc $0 Moved to Lose 0 0 0 No Calc $0Total Impact 399,857,140 1,095,864,677 234,154 4,680 $10,770,678 Total Impact 522,671,559 1,809,941,363 395,002 4,582 $17,350,411Non-impacted 0 0 10,484 No Calc $466,938 Non-impacted 0 0 4,567 No Calc $192,380

Gain Only 119,585,994 262,570,628 114,598 2,291 $5,159,316All 399,857,140 1,095,864,677 244,637 4,480 $11,237,616 All 642,257,553 2,072,511,991 514,166 4,031 $22,702,107

Impact to Gain 922,528,699 2,905,806,040 629,156 4,619 $28,121,089Impact to Lose 0 0 0 No Calc $0Total Impact 922,528,699 2,905,806,040 629,156 4,619 $28,121,089Non-impacted 0 0 15,050 No Calc $659,318

Gain Only 119,585,994 262,570,628 114,598 2,291 $5,159,316All 1,042,114,693 3,168,376,668 758,804 4,175 $33,939,723

.

rev 06/11/2008

Comb Totals

Totals Totals

(This number is carried forward to AMP Worksheet Executive Summary )

Combined Current Workhour Annual Workhour Costs :

1,289,862 Total FHP to be Transferred (Average Daily Volume) :

(This number is carried forward to the bottom of AMP Worksheet Workhour Costs-Proposed )$33,939,723

Current FHP at Gaining Facility (Average Daily Volume) : 2,071,799 (This number is carried forward to AMP Worksheet Executive Summary )


Last Saved:Losing Facility: Gaining Facility:

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12)Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed ProposedOperation Annual FHP Annual TPH or Annual Productivity Annual Operation Annual FHP Annual TPH or Annual Productivity AnnualNumbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs Numbers Volume NATPH Volume Workhours (TPH or NATPH) Workhour Costs

003 0 0 0 No Calc $0 003 0 0 266 No Calc $11,221035 0 0 0 No Calc $0 140 0 142,370,995 55,812 2,550.9 $2,351,247044 0 0 0 No Calc $0 044 12,389,161 12,518,112 9,204 1,360.0 $438,663055 0 0 0 No Calc $0 060 983,440 983,440 5,883 167.2 $280,378074 0 0 0 No Calc $0 074 12,631,499 12,666,288 19,029 665.6 $906,885083 0 0 0 No Calc $0 083 0 41,814 5 9,292.0 $173112 0 0 0 No Calc $0 112 0 10,934,210 3,825 2,858.4 $161,149114 0 0 0 No Calc $0 114 0 0 2,044 No Calc $86,092126 0 0 0 No Calc $0 126 0 226,903 2,708 83.8 $114,086127 0 0 0 No Calc $0 127 0 107,763 6,607 16.3 $278,342180 0 0 0 No Calc $0 180 0 357,901,081 7,474 47,887.4 $314,854185 0 0 0 No Calc $0 185 0 268,168,058 12,298 21,806.2 $518,078210 0 55,314 8,597 6.4 $383,664 P 210 0 114,152 9,340 12.2 $393,469211 0 0 0 No Calc $0 210dup 0 0 0 No Calc $0225 0 0 0 No Calc $0 225 0 0 9,632 No Calc $405,757229 0 0 0 No Calc $0 229 0 0 31,968 No Calc $1,346,735230 0 1,119 4,151 0.3 $185,225 P 230 0 1,119 15,586 0.1 $656,607231 0 0 0 No Calc $0 231 0 0 10,616 No Calc $447,228233 0 0 0 No Calc $0 234 0 75,898 89 849.9 $3,430235 0 0 0 No Calc $0 235 0 952,643 1,838 518.2 $77,439264 0 0 0 No Calc $0 264 15,181,855 15,600,263 522 29,905.5 $24,835274 0 0 0 No Calc $0 274 0 0 0 No Calc $0326 0 0 0 No Calc $0 326 0 0 2 No Calc $106404 0 0 0 No Calc $0 144 37,232,044 38,685,810 12,449 3,107.6 $504,107405 0 0 0 No Calc $0 145 0 0 0 No Calc $0406 0 0 0 No Calc $0 146 65,467,316 95,499,040 29,079 3,284.2 $1,177,534484 0 0 0 No Calc $0 484 11,484,840 11,628,736 1,419 8,192.2 $67,579549 0 0 0 No Calc $0 549 0 0 5,952 No Calc $228,593554 0 0 0 No Calc $0 554 0 0 8,926 No Calc $342,825555 0 0 0 No Calc $0 554dup 0 0 0 No Calc $0560 0 0 0 No Calc $0 560 0 0 9,210 No Calc $353,729561 0 0 0 No Calc $0 561 0 0 719 No Calc $27,619562 0 0 0 No Calc $0 562 0 0 561 No Calc $21,547563 0 0 0 No Calc $0 563 0 0 12,101 No Calc $464,791564 0 0 0 No Calc $0 564 0 0 980 No Calc $37,636567 0 0 0 No Calc $0 567 0 0 0 No Calc $0585 0 20,101 1,702 11.8 $73,366 P 585 0 182,082 9,438 19.3 $362,482603 0 0 0 No Calc $0 P 603 0 0 12,608 No Calc $484,245607 0 0 0 No Calc $0 607 0 0 6,888 No Calc $264,545612 0 0 0 No Calc $0 612 0 0 2,470 No Calc $94,872620 0 0 0 No Calc $0 620 0 0 181 No Calc $6,937629 0 0 0 No Calc $0 629 0 374,929 692 541.8 $32,099630 0 0 285 No Calc $12,279 P 630 0 0 82 No Calc $3,149776 0 0 0 No Calc $0 776 0 255,777 1,107 231.1 $46,331793 0 0 0 No Calc $0 793 0 538,297 10,243 52.6 $393,401893 0 0 0 No Calc $0 893 127,079,013 127,443,837 15,310 8,324.3 $728,875894 0 0 0 No Calc $0 894 235,406,714 238,157,598 28,610 8,324.3 $1,362,068896 0 0 0 No Calc $0 896 6,225,049 10,119,384 1,216 8,324.3 $57,875918 0 0 0 No Calc $0 918 398,343,649 801,115,919 96,239 8,324.3 $4,581,733

Workhour Costs - Proposed

Manasota P&DC

January 10, 2013Fort Myers

Package Page 18 AMP Workhour Costs - Proposed


919 0 0 0 No Calc $0 919 0 758,941,615 91,172 8,324.3 $4,340,530964 0 0 0 No Calc $0 964 25,535 25,846 3 8,410.2 $146966 0 0 0 No Calc $0 966 78,584 97,899 13 7,827.0 $595018 0 0 9,879 No Calc $440,850 018 0 0 4,567 No Calc $192,380340 0 0 605 No Calc $26,088 340 0 0 0 No Calc $0

0 No Calc 002 0 0 5,144 No Calc $216,6880 No Calc 009 0 396,292 177 2,238.9 $7,4570 No Calc 010 0 864,382 283 3,054.4 $11,9220 No Calc 012 0 2,469,185 864 2,859.5 $36,3770 No Calc 014 0 555,379 345 1,610.3 $14,5300 No Calc 015 0 73,388,394 3,853 19,048.3 $162,3070 No Calc 016 0 0 63 No Calc $2,6580 No Calc 017 0 0 15,465 No Calc $651,4880 No Calc 020 0 0 46 No Calc $1,9550 No Calc 021 0 41,361,630 0 No Calc $00 No Calc 022 0 4,405,154 0 No Calc $00 No Calc 030 5,513,958 5,513,958 9,612 573.6 $458,0930 No Calc 035 0 0 0 No Calc $00 No Calc 040 0 412,183 633 651.4 $30,1550 No Calc 043 2,341,846 2,341,846 7,600 308.1 $362,2070 No Calc 060dup 0 0 0 No Calc $00 No Calc 066 0 2,517,796 132 19,048.3 $5,5680 No Calc 067 0 2,705,731 142 19,048.3 $5,9840 No Calc 070 0 64,323 11 5,667.7 $5410 No Calc 110 0 0 14 No Calc $5690 No Calc 120 0 0 1,884 No Calc $79,3770 No Calc 124 0 3,693 1,696 2.2 $71,4490 No Calc 134 0 1,463,281 5,967 245.2 $276,7770 No Calc 136 0 2,588,116 10,554 245.2 $489,5380 No Calc 137 0 3,183 13 245.2 $6020 No Calc 139 0 0 0 No Calc $00 No Calc 140dup 0 0 0 No Calc $00 No Calc 141 5,358,492 5,360,795 921 5,819.6 $37,3030 No Calc 142 0 154,257 27 5,819.6 $1,0730 No Calc 144dup 0 0 0 No Calc $00 No Calc 145dup 0 0 0 No Calc $00 No Calc 146dup 0 0 0 No Calc $00 No Calc 181 0 0 9 No Calc $3790 No Calc 186 0 0 5 No Calc $2060 No Calc 189 0 0 7 No Calc $2820 No Calc 208 0 71,110 1,201 59.2 $50,5830 No Calc 209 0 192,485 3,108 61.9 $130,9120 No Calc 212 0 0 9,190 No Calc $387,1660 No Calc 234dup 0 0 0 No Calc $00 No Calc 261 0 194 0 29,089.0 $00 No Calc 263 0 0 0 No Calc $00 No Calc 266 25,871 28,464 1 29,089.0 $470 No Calc 271 47,269,585 47,497,284 6,270 7,575.9 $298,4780 No Calc 281 545 5,443 2 3,317.5 $780 No Calc 284 61,635 62,386 19 3,317.5 $8950 No Calc 320 0 0 1 No Calc $650 No Calc 321 133,220 133,220 22 6,131.3 $1,0360 No Calc 324 972,601 972,601 4,540 214.2 $216,3570 No Calc 381 26,319 27,131 3 7,827.0 $1650 No Calc 434 0 639,833 2,609 245.2 $121,023



0 No Calc 436 0 1,377,064 5,616 245.2 $260,4700 No Calc 439 80,821 80,821 330 245.2 $15,2880 No Calc 468 0 565,118 0 No Calc $00 No Calc 481 43,859,419 45,002,777 5,750 7,827.0 $273,7310 No Calc 487 0 445,684 1,929 231.1 $80,7310 No Calc 488 0 109,531 11 10,000.0 $5210 No Calc 489 0 3,519,223 352 10,000.0 $16,7540 No Calc 491 0 0 0 No Calc $00 No Calc 565 0 0 1,183 No Calc $45,4220 No Calc 586 0 0 110 No Calc $4,2210 No Calc 588 0 0 122 No Calc $4,6700 No Calc 628 0 511,135 975 524.0 $45,2440 No Calc 891 13,940,434 14,111,375 1,695 8,324.3 $80,7060 No Calc 892 0 641,797 77 8,324.3 $3,6710 No Calc 897 1,248 6,374 1 8,324.3 $360 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc



0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc



0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc



0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc0 No Calc 0 No Calc

Moved to Gain 0 76,533 14,734 5 $654,534 Impact to Gain 922,528,699 2,905,729,507 562,413 5,167 $24,802,621Impact to Lose 0 0 0 No Calc $0 Moved to Lose 0 0 0 No Calc $0Total Impact 0 76,533 14,734 5 $654,534 Total Impact 922,528,699 2,905,729,507 562,413 5,167 $24,802,621Non Impacted 0 0 10,484 No Calc $466,938 Non Impacted 0 0 4,567 No Calc $192,380

Gain Only 119,585,994 262,570,628 110,580 2,374 $4,963,757All 0 76,533 25,218 3 $1,121,472 All 1,042,114,693 3,168,300,135 677,560 4,676 $29,958,758



Op# FHP TPH/NATPH Workhours Productivity Workhour Cost Op# FHP TPH/NATPH Workhours Productivity Workhour Cost892 0 (3,112,132) (673) 4,626.4 ($31,586) 1 892 0 (44,556,611) (4,987) 8,934.1 ($237,433)

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

Totals 0 (3,112,132) (673) 4,626 ($31,586) Totals 0 (44556611) (4987) 8934 ($237,433)

Impact to Gain 922,528,699 2,905,806,040 577,147 5,035 $25,457,155Combined Current Annual Workhour Cost : Impact to Lose 0 0 0 No Calc $0

Total Impact 922,528,699 2,905,806,040 577,147 5,035 $25,457,155Non-impacted 0 0 15,050 No Calc $659,318

Gain Only 119,585,994 262,570,628 110,580 2,374 $4,963,757Tot Before Adj 1,042,114,693 3,168,376,668 702,778 4,508 $31,080,230

Lose Adj 0 -3,112,132 -673 4,626 -$31,586Gain Adj 0 -44,556,611 -4,987 8,934 -$237,433

All 1,042,114,693 3,120,707,925 697,118 4,477 $30,811,211

Comb Current 1,042,114,693 3,168,376,668 758,804 4,175 $33,939,723Proposed 1,042,114,693 3,120,707,925 697,118 4,477 $30,811,211Change 0 47,668,743 (61,686) ($3,128,512)

Change % 0.0% 1.5% -8.1% -9.2%

Com

b To

tals

Cost Impact(This number equals the difference in the current and proposed workhour costs

above and is carried forward to the Executive Summary )

(This number brought forward from Workhour Costs - Current )

Function 1 Workhour Savings : $3,128,512

Minimum Function 1 Workhour Savings : $700,442(This number represents proposed workhour savings with no productivity improvements

applied to operations at the gaining facility)

(13) New Flow Adjustments at Losing Facility

$33,939,723

Proposed Annual Workhour Cost :(Total of Columns 6 and 12 on this page)

$30,811,211

rev 04/02/2009

(14) New Flow Adjustments at Gaining Facility


Last Saved:

to

515 0.0% 100.0% 48 $1,828 \ ] 515 118 $4,312 TGp 515 0 $0 515 118 $4,312566 33.0% 64.0% 1,828 $85,901 \ ] 566 212 $9,904 TGp 566 55 $2,577 566 815 $38,059570 33.0% 64.0% 1,400 $55,986 \ ] 570 1 $30 TGp 570 42 $1,680 570 463 $19,845581 0.0% 100.0% 5,656 $296,733 \ ] 581 7,377 $385,332 TGp 581 0 $0 581 7,377 $385,332582 33.0% 64.0% 5,530 $249,056 \ ] 582 5,241 $209,275 TGp 582 166 $7,472 582 7,066 $282,147592 0.0% 100.0% 27 $1,011 \ ] 592 0 $0 TGp 592 0 $0 592 0 $0594 0.0% 100.0% 6 $231 \ ] 594 0 $0 TGp 594 0 $0 594 0 $0624 0.0% 100.0% 491 $19,602 \ ] 624 542 $22,290 TGp 624 0 $0 624 542 $22,290653 100.0% 0.0% 149 $5,587 \ ] 653 0 $0 TG 653 0 $0 653 149 $5,587665 0.0% 100.0% 672 $26,873 \ ] 665 0 $0 TGp 665 0 $0 665 0 $0666 0.0% 100.0% 1,592 $81,272 \ ] 666 1,724 $77,859 TGp 666 0 $0 666 1,724 $77,859676 10.0% 80.0% 1,464 $86,651 \ ] 691 1,320 $61,583 TGp 676 146 $8,665 691 1,466 $68,416679 0.0% 100.0% 1,929 $98,816 \ ] 679 1,815 $84,320 TGp 679 0 $0 679 1,815 $84,320680 0.0% 100.0% 8 $323 \ ] 680 0 $0 TGp 680 0 $0 680 0 $0745 0.0% 100.0% 8,644 $345,092 \ ] 745 12,160 $499,887 TGp 745 0 $0 745 12,160 $499,887747 2.5% 96.2% 41,138 $1,673,854 \ ] 747 71,306 $2,887,779 TGp 747 503 $20,466 747 72,354 $2,930,222750 17.9% 82.1% 72,004 $3,538,732 \ ] 750 94,965 $4,574,932 TGp 750 0 $0 750 107,861 $5,196,198753 40.0% 39.6% 12,726 $630,779 \ ] 753 14,785 $687,367 TGp 753 2,594 $128,575 753 19,875 $924,030550 9,769 $403,477 \ ] 550 0 $0 NI 550 9,769 $403,477 550 0 $0660 1,228 $50,725 \ ] 660 0 $0 NI 660 1,228 $50,725 660 0 $0

\ ] 085 2 $72 GO 085 2 $72\ ] 571 1,770 $75,923 GO 571 1,770 $75,923\ ] 616 393 $16,148 GO 616 393 $16,148\ ] 751 1,893 $91,171 GO 751 1,893 $91,171\ ] 791 3 $163 GO 791 3 $163\ ] 792 4 $211 GO 792 4 $211\ ] 794 0 $11 GO 794 0 $11\ ] 797 3 $144 GO 797 3 $144\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]

Gaining FacilityCurrent MODS

Operation Number

Percent Moved to

Losing (%)

Current Annual Workhour Cost ($)

Proposed MODS

Operation Number

Proposed Annual Workhour Cost ($)

Gaining Facility Losing FacilityLosing FacilityCurrent Other Craft Workhours


Current MODS

Operation Number

Percent Moved to Gaining

(%)

Current Annual Workhours


Reduction Due to EoS

(%)

Reduction Due to EoS

(%)

Proposed MODS

Operation Number

Proposed Annual Workhours

Other Workhour Move Analysis

Manasota P&DCLosing Facility: Gaining Facility: Fort Myers Date Range of Data: 12/31/1101/01/11

January 10, 2013

Proposed Other Craft Workhours



Package Page 25 AMP Other Curr vs Prop

\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]


\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]

155,313 $7,198,328 0 $0 Ops-Red 3,506 $169,434 Ops-Red 0 $00 $0 211,564 $9,504,870 Ops-Inc 0 $0 Ops-Inc 233,784 $10,538,504

10,998 $454,203 4,068 $183,842 Ops-Stay 10,998 $454,203 Ops-Stay 4,068 $183,842166,311 $7,652,531 215,632 $9,688,712 AllOps 14,504 $623,637 AllOps 237,852 $10,722,347

477 0.0% 100.0% 0 $0 \ ] 477 0 $0 TGp 477 0 $0 477 0 $0624 0.0% 100.0% 8 $474 \ ] 624 4 $226 TGp 624 0 $0 624 4 $226671 50.0% 50.0% 2,461 $191,858 \ ] 671 1,899 $157,322 TGp 671 0 $0 671 3,130 $259,262698 0.0% 100.0% 456 $27,244 \ ] 698 0 $0 TGp 698 0 $0 698 0 $0700 100.0% 3,330 $198,932 \ ] 700 21,210 $1,139,573 TG 700 0 $0 700 24,540 $1,318,468701 100.0% 5,253 $313,838 \ ] 700dup TG 701 0 $0 700dup 5,253927 50.0% 50.0% 2,480 $148,167 \ ] 927 0 $0 TGp 927 0 $0 927 1,240 $66,622928 100.0% 0.0% 3,047 $182,042 \ ] 928 7,397 $397,419 TG 928 0 $0 928 10,444 $561,125933 0.0% 100.0% 1,744 $103,224 \ ] 933 0 $0 TGp 933 0 $0 933 0 $0951 20.0% 80.0% 8,747 $517,739 \ ] 951 16,679 $944,086 TGp 951 0 $0 951 18,429 $1,043,112952 0.0% 100.0% 424 $25,096 \ ] 952 1,604 $90,791 TGp 952 0 $0 952 1,604 $90,791655 551 $18,779 \ ] 655 0 $0 NI 655 551 $18,779 655 0 $0

\ ] 630 4 $188 GO 630 4 $188\ ] 706 0 $0 GO 706 0 $0\ ] 922 1,534 $105,671 GO 922 1,534 $105,671\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]

Gaining FacilityCurrent MODS

Operation Number

TotalsOps-ReducingOps-Increasing

Ops-StayingAll Operations

Percent (%) Moved to Losing

(%) Reduction

Due to EoS

Percent (%) Moved to Gaining

(%) Reduction

Due to EoS




Current All Supervisory Workhours



Current MODS

Operation Number

Losing Facility Gaining Facility



Proposed MODS

Operation Number



Losing FacilityProposed

MODS Operation Number


Proposed All Supervisory Workhours


\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]


\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]\ ]

27,950 $1,708,612 0 $0 Ops-Red 0 $0 Ops-Red 0 $00 $0 48,794 $2,729,417 Ops-Inc 0 $0 Ops-Inc 64,643 $3,339,606

551 $18,779 1,538 $105,859 Ops-Stay 551 $18,779 Ops-Stay 1,538 $105,85928,501 $1,727,391 50,331 $2,835,277 AllOps 551 $18,779 AllOps 66,181 $3,445,466

780 0.0% 100.0% 0 $0 \ ] 780 1 $18 TGp 780 0 $0 780 1 $18781 60.0% 35.0% 2,355 $89,207 \ ] 781 4,993 $184,045 TGp 781 118 $4,460 781 6,406 $236,124783 40.0% 60.0% 3,338 $129,011 \ ] 783 3,427 $134,711 TGp 783 0 $0 783 4,762 $187,191784 0.0% 100.0% 7 $252 \ ] 784 127 $4,637 TGp 784 0 $0 784 127 $4,637785 0.0% 100.0% 3 $132 \ ] 785 0 $0 TGp 785 0 $0 785 0 $0

\ ]\ ]\ ]\ ]\ ]\ ]\ ]

5,703 $218,602 0 $0 Ops-Red 118 $4,460 Ops-Red 0 $00 $0 8,548 $323,412 Ops-Inc 0 $0 Ops-Inc 11,295 $427,9710 $0 0 $0 Ops-Stay 0 $0 Ops-Stay 0 $0

5,703 $218,602 8,548 $323,412 AllOps 118 $4,460 AllOps 11,295 $427,971

31 1,929 $98,816 31 1,815 $84,320 31 0 $0 31 1,815 $84,32032 0 $0 32 0 $0 32 0 $0 32 0 $033 0 $0 33 0 $0 33 0 $0 33 0 $034 0 $0 34 0 $0 34 0 $0 34 0 $093 0 $0 93 0 $0 93 0 $0 93 0 $0Totals 1,929 $98,816 Totals 1,815 $84,320 Totals 0 $0 Totals 1,815 $84,320

1,929 $98,816 1,815 $84,320 0 $0 1,815 $84,3200 $0 0 $0 0 $0 0 $0

Subset for Trans-PVS

TabOps 617, 679, 764 (31)

Transportation - PVS

LDC Current Annual Workhours

Current Annual Workhour Cost

($)

Ops 765, 766 (34)



($)

Current MODS

Operation Number

(%) Reduction

Due to EoS

Grouped Subtotals for Transportation, Maintenance, Supervision & Flow Adjustments, along with Facility and Combined Summaries

Ops-IncreasingOps-Staying

All Operations


All Operations

Percent (%) Moved to Losing

Gaining Facility Losing Facility


Gaining Facility

Ops 617, 679, 764 (31)Ops 765, 766 (34)

Ops 617, 679, 764 (31)Ops 765, 766 (34)

Ops-Reducing

All Operations

Current Workhours for LDCs Common to & Shared between Supv & Craft Proposed Workhours for LDCs Common to & Shared between Supv & Craft

Current MODS

Operation Number

Gaining Facility

Totals

Losing Facility

Losing Facility Gaining Facility

Totals Ops-IncreasingOps-Staying

Losing Facility

Ops 617, 679, 764 (31)Subset for Trans-PVS

Tab

(%) Reduction

Due to EoS





Ops-Staying

Ops-Reducing

Percent (%) Moved to Gaining




Proposed MODS

Operation Number



LDC

Proposed MODS

Operation Number


Ops 765, 766 (34)






LDC Proposed Annual Workhours


36 72,004 $3,538,732 36 96,857 $4,666,103 36 0 $0 36 109,753 $5,287,36937 12,726 $630,779 37 14,785 $687,367 37 2,594 $128,575 37 19,875 $924,03038 41,138 $1,673,854 38 71,306 $2,887,779 38 503 $20,466 38 72,354 $2,930,22239 9,143 $365,017 39 13,095 $538,325 39 0 $0 39 13,095 $538,32593 3,338 $129,011 93 3,427 $134,711 93 0 $0 93 4,762 $187,191Totals 138,349 $6,337,392 Totals 199,469 $8,914,285 Totals 3,097 $149,041 Totals 219,839 $9,867,137

01 0 $0 01 1,534 $105,671 01 0 $0 01 1,534 $105,67110 14,566 $870,222 10 28,611 $1,537,180 10 0 $0 10 36,228 $1,946,40320 0 $0 20 0 $0 20 0 $0 20 0 $030 0 $0 30 0 $0 30 0 $0 30 0 $035 10,923 $646,532 35 18,287 $1,035,104 35 0 $0 35 20,037 $1,134,13040 0 $0 40 0 $0 40 0 $0 40 0 $050 0 $0 50 0 $0 50 0 $0 50 0 $060 0 $0 60 0 $0 60 0 $0 60 0 $070 551 $18,779 70 0 $0 70 551 $18,779 70 0 $080 2,461 $191,858 80 1,899 $157,322 80 0 $0 80 3,130 $259,26281 0 $0 81 0 $0 81 0 $0 81 0 $088 0 $0 88 0 $0 88 0 $0 88 0 $0Totals 28,501 $1,727,391 Totals 50,331 $2,835,277 Totals 551 $18,779 Totals 60,928 $3,445,466

Annual Workhours Annual Dollars Annual Workhours Annual Dollars Annual Workhours Annual Dollars % Change Dollars Change Percent Change

47,146 $2,170,151 0 $0 32,367 $1,432,677 -31.3% ($737,474) -34.0%3,744 $183,136 0 $0 1,815 $84,320 -51.5% ($98,816) -54.0%

337,818 $15,251,677 0 $0 222,936 $10,016,178 -34.0% ($5,235,499) -34.3%78,832 $4,562,668 0 $0 61,478 $3,464,244 -22.0% ($1,098,423) -24.1%

7,486 $278,293 0 $0 6,651 $245,240 -11.2% ($33,053) -11.9%475,026 $22,445,925 0 $0 325,248 $15,242,660 -31.5% ($7,203,265) -32.1%

LDC LDCChk >>> Chk >>>Chk >>> Chk >>>Chk >>> Chk >>> Before 200,515 $9,598,524 Before 274,511 $12,847,401Chk >>> Chk >>> After 15,172 $646,876 After 315,329 $14,595,783Chk >>> Chk >>> Adj 0 $0 Adj 0 $0Chk >>> Chk >>> AfterTot 15,172 $646,876 AfterTot 315,329 $14,595,783Chk >>> Chk >>> Change (185,343) ($8,951,648) Change 40,818 $1,748,382Chk >>> Chk >>> % Diff -92.4% -93.3% % Diff 14.9% 13.6%Chk >>> Chk >>>Chk >>> Chk >>>Chk >>> Chk >>>Chk >>> Chk >>>

Total Adj 0 $0 Total Adj 0 $0 Before 475,026 $22,445,925After 330,501 $15,242,660

Adj 0 $0AfterTot 330,501 $15,242,660Change (144,525) ($7,203,265)% Diff -30.4% -32.1%

(14,778)

4) less Ops going to 'Maintenance' Tabs

'Other Craft' Ops (note 1)

Notes:1) less Ops going to 'Trans-PVS' & 'Maintenance' Tabs

2) going to Trans-PVS tab3) going to Maintenance tab

Supervisory Ops

ChangeProposed + Special Adjustments - Combined -Current - Combined

Workhour Change

(1,929)(114,882)

(17,354)Maintenance Ops (note 3)

Transportation Ops (note 2)

Summary by FacilitySpecial Adjustments at Losing Site

(835)Supv/Craft Joint Ops (note 4)Total (149,778)

Supervisory



Supervisor Summary Supervisor Summary



($)LDC Current Annual

Workhours


($)

Maintenance


Maintenance


Proposed Annual WorkhoursLDCProposed Annual

WorkhoursLDC


Losing Facility Summary

Combined Summary


Proposed Annual Workhour Cost

($)


($)


Proposed MODS

Operation Number



($)

Proposed MODS

Operation Number


($)

Special Adjustments at Gaining Site

Maintenance


($)

Summary by Sub-GroupSpecial Adjustments -

Combined -

Gaining Facility Summary

Maintenance

LDC LDCCurrent Annual Workhours


($)


Supervisory




rev 06/17/2008


Last Saved:

Losing Facility:Data Extraction Date:

(2) (3) (4) (5) (6)

Level Current Auth Staffing

Current On-Rolls

Proposed Staffing Difference

1 EAS-25 1 0 0 0

2 EAS-22 2 2 0 -2

3 EAS-22 1 1 0 -1

4 EAS-19 1 1 0 -1

5 EAS-19 1 1 0 -1

6 EAS-18 1 1 0 -1

7 EAS-17 2 1 0 -1

8 EAS-17 7 7 1 -6

9 EAS-17 6 4 0 -4

10 EAS-16 1 1 0 -1

11 EAS-12 1 1 0 -1

12 0

13141516171819202122232425262728293031

Staffing - Management

115605

January 10, 2013

Manasota P&DC

Line

(1)

Position TitleMGR PROCESSING/DISTRIBUTION

Management Positions

SUPV DISTRIBUTION OPERATIONSSUPV MAINTENANCE OPERATIONSNETWORKS SPECIALISTADMINISTRATIVE ASSISTANT (FLD)

Finance Number:

MGR DISTRIBUTION OPERATIONSMGR MAINTENANCEMGR MAINTENANCE OPERATIONSMGR MAINTENANCE OPERATIONS SUPPTOPERATIONS SUPPORT SPECIALISTOPERATIONS SUPPORT SPECIALIST

Package Page 31 AMP Staffing - PCES/EAS

444546474849505152535455565758596061626364656667686970717273747576777879

24 20 1 (19)

Retirement Eligibles: 0 Position Loss: 19

Totals


Gaining Facility:Data Extraction Date:

(13) (14) (15) (16) (17)

Level Current Auth Staffing

Current On-Rolls

Proposed Staffing Difference

1 EAS-25 1 1 1 0

2 EAS-22 2 2 2 0

3 EAS-22 1 1 1 0

4 EAS-21 1 0 1 1

5 EAS-19 1 1 1 0

6 EAS-19 1 1 1 0

7 EAS-18 1 1 1 0

8 EAS-17 3 3 3 0

9 EAS-17 13 11 15 4

10 EAS-17 7 6 7 1

11 EAS-16 1 1 1 0

12 EAS-12 1 1 1 0

13141516171819202122232425262728293031323334

Finance Number: 113077Fort Myers

Line Position Title(12)

Management Positions

MGR PROCESSING/DISTRIBUTIONMGR DISTRIBUTION OPERATIONSMGR MAINTENANCEMGR IN-PLANT SUPPORTMGR MAINTENANCE OPERATIONSMGR MAINTENANCE OPERATIONS SUPPTOPERATIONS SUPPORT SPECIALISTOPERATIONS SUPPORT SPECIALISTSUPV DISTRIBUTION OPERATIONSSUPV MAINTENANCE OPERATIONSNETWORKS SPECIALISTADMINISTRATIVE ASSISTANT (FLD)


474849505152535455565758596061626364656667686970717273747576777879

33 29 35 6

Retirement Eligibles: 0 Position Loss: (6)

13

Total

rev 11/05/2008

Total PCES/EAS Position Loss: (This number carried forward to the Executive Summary )


Losing Facility: 115605

(1) (2) (3) (4) (5) (6)Craft Positions

Function 1 - Clerk 0 0 95 95 7 (88)Function 4 - Clerk 0 0 0Function 1 - Mail Handler 0 0 50 50 13 (37)Function 4 - Mail Handler 0 0 0

Function 1 & 4 Sub-Total 0 0 145 145 20 (125)Function 3A - Vehicle Service 0 0 0Function 3B - Maintenance 0 0 76 76 5 (71)Functions 67-69 - Lmtd/Rehab/WC 0 2 2 0 (2)Other Functions 0 0 5 5 0 (5)

Total 0 0 228 228 25 (203)

Retirement Eligibles: 82

Gaining Facility: 113077

(7) (8) (9) (10) (11) (12)Craft Positions

Function 1 - Clerk 1 0 198 199 251 52Function 1 - Mail Handler 3 8 97 108 127 19

Function 1 Sub-Total 4 8 295 307 378 71Function 3A - Vehicle Service 0 0 0Function 3B - Maintenance 0 0 114 114 122 8Functions 67-69 - Lmtd/Rehab/WC 0 0Other Functions 0 0 3 3 3 0

Total 4 8 412 424 503 79

Retirement Eligibles: 130

124

(13) Notes:

rev 11/05/2008

Finance Number:

Fort Myers Finance Number:

Total Craft Position Loss:

Total Proposed

Part Time On-Rolls

Full Time On-Rolls

Total On-Rolls

Staffing - Craft

Difference

Difference

Last Saved: January 10, 2013

Data Extraction Date: 09/19/11

Casuals/PSE's On-Rolls

09/19/11

Total Proposed

Data Extraction Date:

Manasota P&DC

Part Time On-Rolls

Full Time On-Rolls

Total On-Rolls

(This number carried forward to the Executive Summary )

Clerks at Manasota are for BMEU operations

Casuals/PSE's On-Rolls

Package Page 35 AMP Staffing - Craft

Losing Facility: Gaining Facility:

Date Range of Data: :

(1) (2) (3) (4) (5) (6)

Workhour Activity Current Cost Proposed Cost Difference Workhour Activity Current Cost Proposed Cost Difference

LDC 36 Mail Processing Equipment $ 3,538,732 $ 0 $ (3,538,732) LDC 36 Mail Processing

Equipment $ 4,666,103 $ 5,287,369 $ 621,266

LDC 37 Building Equipment $ 630,779 $ 128,575 $ (502,204) LDC 37 Building Equipment $ 687,367 $ 924,030 $ 236,663

LDC 38 Building Services (Custodial Cleaning)

$ 1,673,854 $ 20,466 $ (1,653,387) LDC 38 Building Services (Custodial Cleaning)

$ 2,887,779 $ 2,930,222 $ 42,442

LDC 39 Maintenance Operations Support $ 365,017 $ 0 $ (365,017) LDC 39 Maintenance

Operations Support $ 538,325 $ 538,325 $ 0

LDC 93 Maintenance Training $ 129,011 $ 0 $ (129,011) LDC 93 Maintenance

Training $ 134,711 $ 187,191 $ 52,480

Workhour Cost Subtotal $ 6,337,392 $ 149,041 $ (6,188,351) Workhour Cost Subtotal $ 8,914,285 $ 9,867,137 $ 952,853

Other Related Maintenance & Facility Costs Current Cost Proposed Cost Difference Other Related Maintenance &

Facility Costs Current Cost Proposed Cost Difference

Total Maintenance Parts, Supplies & Facility Utilities $ 697,829 $ 13,957 $ (683,872) Total Maintenance Parts, Supplies &

Facility Utilities $ 877,684 $ 1,184,873 $ 307,189

Adjustments (from "Other Curr vs Prop" tab)

$ 0 Adjustments (from "Other Curr vs Prop" tab)

$ 0

Grand Total $ 7,035,221 $ 162,998 $ (6,872,223) Grand Total $ 9,791,969 $ 11,052,010 $ 1,260,042

$5,612,182 (This number carried forward to the Executive Summary )

(7) Notes:

rev 04/13/2009

Maintenance

Manasota will remain open with BMEU and cross dock operations within the facility until off-site facilities can accommodate them.

Last Saved:

Manasota P&DC Fort MyersJanuary 10, 2013

Jan-01-2011 Dec-31-2011

Annual Maintenance Savings:

Package Page 36 AMP Maintenance

Losing Facility: Gaining Facility:Finance Number: Finance Number:

Date Range of Data: 01/01/11 -- to -- 12/31/11

(1) (2) (3) (4) (5) (6)Current Proposed Difference Current Proposed Difference

PVS Owned Equipment PVS Owned EquipmentSeven Ton Trucks 0 Seven Ton Trucks 0Eleven Ton Trucks 0 Eleven Ton Trucks 0Single Axle Tractors 0 Single Axle Tractors 0Tandem Axle Tractors 0 Tandem Axle Tractors 0Spotters 0 Spotters 0

PVS Transportation PVS TransportationTotal Number of Schedules 0 Total Number of Schedules 0Total Annual Mileage 0 Total Annual Mileage 0

Total Mileage Costs $0 Total Mileage Costs $0

PVS Leases PVS LeasesTotal Vehicles Leased 0 Total Vehicles Leased 0

Total Lease Costs $0 Total Lease Costs $0

PVS Workhour Costs PVS Workhour CostsLDC 31 (617, 679, 764) $98,816 $0 $98,816 LDC 31 (617, 679, 764) $84,320 $84,320 $0LDC 34 (765, 766) $0 $0 $0 LDC 34 (765, 766) $0 $0 $0

Adjustments (from "Other Curr vs Prop" tab)

$0 Adjustments (from "Other Curr vs Prop" tab)

$0

Total Workhour Costs $98,816 $0 $98,816 Total Workhour Costs $84,320 $84,320 $0

PVS Transportation Savings (Losing Facility): $98,816 PVS Transportation Savings (Gaining Facility): $0

$98,816

(7) Notes:

rev 04/13/2009

The PVS hours are from the Network Specialist.

Total PVS Transportation Savings:

115605 113077

<<== (This number is summed with Total from 'Trans-HCR' and carried forward to the Executive Summary as Transportation Savings )




Package Page 37 AMP Transportation - PVS

21:15 22:30

3:00

1 2 3 4 5 6 7 8 9 10 11 12 13 14Current Current Current Proposed Proposed Proposed Current Current Current Proposed Proposed Proposed

Route Annual Annual Cost per Annual Annual Cost per Route Annual Annual Cost per Annual Annual Cost perNumbers Mileage Cost Mile Mileage Cost Mile Numbers Mileage Cost Mile Mileage Cost Mile

33510 371,585 $611,198 $1.64 0 $0 $0.00

33551 205,098 $433,905 $2.12 595,185 $1,259,173 $2.12New Route $0.00 436,421 $923,291 $2.12

339KE 1,394,784 $2,108,660 $1.51 1,402,233 $2,117,371 $1.51328AJ 214,548 $278,088 $1.30 97,291 $126,478 $1.3032290 803,962 $1,004,671 958,342 $1,197,592



CET for cancellations:


Losing Facility: Manasota P&DC Fort MyersGaining Facility:

Destinating CET for OGP:

CT for Outbound Dock:

Transportation - HCR

Package Page 38 AMP Transportation - HCR






($1,187,384) $0

Total HCR Transportation Savings:

Trips from Losing

0

Moving to Lose (-)

<<== (This number is summed with Total from 'Trans-PVS' and carried forward to the Executive Summary as Transportation Savings )

rev 11/05/2008

Current Gaining

($1,187,384)

95,7140

Proposed Result

HCR Annual Savings (Losing Facility): HCR Annual Savings (Gaining Facility):

Proposed Trip Impacts

73,752 0 0 0 0

Other Changes

(+/-)

73,752 95,714

Moving to Gain (-)

Proposed Trip

Impacts

Current Losing Proposed ResultTrips from

Gaining

Other Changes

(+/-)


Destinating

(1) (2)

DMM L011 From:

x DMM L201 Action Code* Column A - 3-Digit ZIP Code Prefix Group

x DMM L601 CF

DMM L602 CF

x DMM L603 To:

DMM L604 Action Code* Column A - 3-Digit ZIP Code Prefix Group

DMM L605 CTx DMM L606

x DMM L607

x DMM L801

(3)

Action Code*

Action Code*

Action Code*

Action Code*

(4)

Count % Count % Count % Count %

JUL 339 352 64 18% 79 22% 0 0% 288 82% 0

AUG 339 367 78 21% 103 28% 0 0% 289 79% 0

JUL 342 301 28 9% 71 24% 0 0% 273 91% 2

AUG 342 344 50 15% 95 28% 0 0% 294 85% 2

(5) Notes:

*Action Codes: A=add D=delete CF-change from CT=change to

Important Note: Section 2 & 3 illustrate possible changes to DMM labeling lists. Section 2 relates to consolidation of Destination Operations. Section 3 pertains to Originating Operations. The Area Distribution Network group will submit appropriate requests for DMM changes after AMP approval.

Column A - Entry ZIP Codes Column B - 3-Digit ZIP Code Destinations Column C - Label to


SCF FT MYERS FL 339

DMM L009

DMM L010

DMM L005

DMM L006

DMM L007

DMM L008

341,342,339

DMM L003

DMM L004 MANASOTA FL 342

DMM L001

DMM L002

342

Distribution Changes

Indicate each DMM labeling list affected by placing an "X" to the left of the list.

Losing Facility:Type of Distribution to Consolidate:

If revisions to DMM L005 or DMM L201 are needed, indicate proposed DMM label change below.


Manasota P&DC

DMM Labeling List L005 - 3-Digit ZIP Code Prefix Groups - SCF Sortation

339,341

Column B - Label to

SCF FT MYERS FL 339

*Action Codes: A=add D=delete CF-change from CT=change to

Column B - Label to

rev 5/14/2009

Drop Shipments for Destination Entry Discounts - FAST Appointment Summary ReportMonth Losing/Gaining NASS

Code Facility Name Total Schd Appts

Unschd Count

Gaining Facility Fort Myers

Gaining Facility Fort Myers

No-Show Late Arrival Open Closed

Losing Facility Manasota

Losing Facility Manasota

DMM Labeling List L201 - Periodicals Origin Split


Column C - Label to


Package Page 41 AMP Distribution Changes

Losing Facility: Gaining Facility:

(1) (2) (3) (4) (5) (6) (7) (8)

Equipment EquipmentType TypeAFCS 0 0 0 AFCS 6 5 (1) (1)

AFCS 200 0 0 0 AFCS 200 0 0 0 0AFSM - ALL 2 0 (2) AFSM - ALL 2 3 1 (1) $141,064

APPS 0 0 0 APPS 0 0 0 0CIOSS 0 0 0 CIOSS 0 4 4 4 $32,240CSBCS 0 0 0 CSBCS 0 0 0 0DBCS 13 0 (13) DBCS 19 19 0 (13) $8,060

DBCS-OSS 4 0 (4) DBCS-OSS 5 5 0 (4)DIOSS 1 0 (1) DIOSS 2 2 0 (1)

FSS 0 0 0 FSS 0 0 0 0SPBS 0 0 0 SPBS 1 1 0 0UFSM 0 0 0 UFSM 0 0 0 0

FC / MICRO MARK 0 0 0 FC / MICRO MARK 0 0 0 0ROBOT GANTRY 1 0 (1) ROBOT GANTRY 2 2 0 (1)

HSTS / HSUS 0 0 0 HSTS / HSUS 0 0 0 0LCTS / LCUS 0 0 0 LCTS / LCUS 0 0 0 0

LIPS 0 0 0 LIPS 0 0 0 0MPBCS-OSS 0 0 0 MPBCS-OSS 0 0 0 0

TABBER 0 0 0 TABBER 0 0 0 0PIV 18 2 (16) PIV 7 12 5 (11)

LCREM 0 0 0 LCREM 1 1 0 0

(9) Notes:

rev 03/04/2008

operations. Fort Myers will need 17 added stacker modules for the addition of the Manasota DPS. That is the additional $8,060 on the tab.

(This number is carried forward to Space Evaluation and Other Costs )

Proposed NumberDifference

Mail Processing Equipment Relocation Costs from Losing to Gaining Facility: $181,364

11/14/11

MPE Inventory

Gaining 4 CIOSS from the St Petersburg P&DC. One AFSM AI/ATHS from Manasota to Ft Myers. Manasota will retain 2 fork lifts for cross dock and BMEU


Current Number Difference Excess

EquipmentRelocation

Costs

Last Saved:

Current Number


Proposed Number

January 10, 2013

Package Page 42 AMP MPE Inventory

Last Saved:

3-Digit ZIP Code: 3-Digit ZIP Code:

1. Collection Points Mon. - Fri. Sat. Mon. - Fri. Sat. Mon. - Fri. Sat. Sat.26 78

219 1621 3

266 97 0 0 0

2. How many collection boxes are designated for "local delivery"? 0

3. How many "local delivery" boxes will be removed as a result of AMP? 0

4.Quarter/FY Percent

Q2/11 93.2%Q3/11 93.8%Q4/11 85.1%Q1/12

5. 6.

Start End Start End Start End Start End

Monday N/A N/A N/A N/A Monday 10:00am 18:30 10:00am 18:30Tuesday N/A N/A N/A N/A Tuesday 10:00am 18:30 10:00am 18:30

Wednesday N/A N/A N/A N/A Wednesday 10:00am 18:30 10:00am 18:30Thursday N/A N/A N/A N/A Thursday 10:00am 18:30 10:00am 18:30

Friday N/A N/A N/A N/A Friday 10:00am 18:30 10:00am 18:30Saturday N/A N/A N/A N/A Saturday Closed Closed Closed Closed

7.

8. Notes:

9.

Line 1

Line 2

January 10, 2013

Manasota P&DC

Current CurrentCurrent

Current

Fort Myers Fl 339

3-Digit ZIP Code:Current

rev 6/18/2008

34260

Can customers obtain a local postmark in accordance with applicable policies in the Postal Operations Manual?

Gaining Facility:

What postmark will be printed on collection mail?

Proposed

% Carriers returning before 5 p.m.

Mon. - Fri.

Customer Service Issues

Current Proposed

Number picked up after 5 p.m. Number picked up between 1-5 p.m.

Total Number of Collection Points

Delivery Performance Report

Retail Unit Inside Losing Facility (Window Service Times)

Losing Facility:5-Digit ZIP Code:


3-Digit ZIP Code: 342

Number picked up before 1 p.m.

Business (Bulk) Mail Acceptance Hours

Fort Myers

yes

0

Package Page 43 AMP Customer Service Issues

Last Saved:

1.

2. Lease Information. (If not leased skip to 3 below.)

3.

4. Planned use for acquired space from approved AMP

5. Facility Costs

(This number shown below under One-Time Costs section.

6. Savings Information

(This number carried forward to the Executive Summary )

7. Notes

(This number carried forward to Executive Summary )

$100,000

$531,364

850 Tellevast RoadSarasota, FL 34260

Ownedn/a

$0

Manasota to Fort Myers is 90 miles. Relocation will need to be paid for the mail handlers that

$250,000

Facility Costs:


Space Evaluation and Other Costs

Street Address:City, State ZIP:

Losing Facility:

Space Evaluation

Affected FacilityFacility Name:

January 10, 2013

Manasota P&DC

Manasota P&DC

Mail Processing Equipment Relocation Costs: (from MPE Inventory )

Space Savings ($):

One-Time Costs

Employee Relocation Costs:

go to FTM. Any clerk that does not remain at Manasota or receives a residual with in 50 miles willbe placed on Stand-By until a position is opened.

$181,364

Gaining Facility:Losing Facility:

n/a

280,978255,727

$100,000

The space on the work room floor will be de-activated storage. The dock will be use for cross dockoperaitons. The BMEU will remain as it is now. A NODE study is being conducted at this time to determine if worth of the facility and if it should be sold.

Enter any projected one-time facility costs:

Enter annual lease cost:

Enter the total interior square footage of the facility:Enter gained square footage expected with the AMP:

Enter lease options/terms:

Current Square Footage

Enter lease expiration date:

(from above)

Total One-Time Costs:

Remote Encoding Center Cost per 1000

Package Page 44 AMP Space Evaluation and Other Costs

Date post:	02-Dec-2018
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AMP Data Entry Page - USPS · = $0 from Space Evaluation and Other Costs = $9,521,076 = $531,364...

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